Authentic Leadership: Development and Validation of a Theory-Based Measure†

By Fred Walumbwa, Bruce J. Avolio, W. Gardner, Tara S. Wernsing, Suzanne J. Peterson. 2008

3,314 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/9a68e1020f0abfdad5f3e1cc524dc69daad9da67

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Citations in the corpus

Authentic and transformational leadership and innovative work behaviour: the moderating role of psychological empowerment (2020, result): “The relationship between authentic leadership and psychological empowerment has been confirmed by researches (e.g., Walumbwa et al., 2008).”
How Authentic Leadership Promotes Individual Creativity: The Mediating Role of Affective Commitment (2020, methodology): “Prior studies have also proposed that a core AL construct can be extracted from the relationships among the four components (Gardner et al., 2005; Kernis & Goldman, 2005; Rego et al., 2012; Rego et al., 2013; Walumbwa et al., 2008).”
Leadership and work engagement: Exploring explanatory mechanisms (2020, background): “These popular positive leadership styles seem to have elements in common based on their theoretical basis: for example, a moral perspective from the leader, role modeling behavior, supporting employee self-determination, and positive employee exchanges in their respective founding theories (Avolio a”
Authentic leadership, employees’ job satisfaction, and work engagement: a hierarchical linear modelling approach (2014, methodology): “Walumbwa et al. (2008) argued that from a social exchange perspective (Blau, 1964), the followers of supervisors who exhibit higher levels of authenticity will be willing to put extra effort into their work to reciprocate the highly valued relationships with their leader.”
The Authentic Enterprise: Another Buzz Word, or a True Driver of Quality Relationships? (2012, background): “That is, an organization’s behavior is congruent with its values, beliefs, and rhetoric (Kernis & Goldman, 2006; Walumbwa et al., 2008).”
Authenticity and its influence on psychological well‐being and contingent self‐esteem of leaders in Singapore construction sector (2009, methodology): “Although Walumbwa et al. (2008) introduce a 16-item scale to measure ‘authentic leadership’, this scale is relatively new and has been used in only one study.”
Research in social entrepreneurship: past contributions and future opportunities (2009, background): “The idea of authentic leadership—defi ned as leader behavior that promotes relational transparency with followers, an internalized moral perspective, balanced information processing, and greater self-awareness leading to positive self-development—may be particularly relevant to the social welfare ch”
Impact of authentic leadership on performance: Role of followers' positive psychological capital and relational processes (2014, methodology): “…theoretical foundation discussed so far, we draw from the four categories of authentic leaders' behaviors that have been identified: balanced processing, internalized moral perspective, relational transparency , and self-awareness (Gardner et al., 2005; Illies et al., 2005; Walumbwa et al., 2008).”
Servant Leadership: A Review and Synthesis (2011, background): “…Peterson (2008), this is operationalized as focusing on being authentic in one’s interaction with others and being true to one’s inner thoughts while showing this in consistent behavior and with an open mind and the willingness to change (see example items in the appendix of Walumbwa et al., 2008).”